A few months ago, I started on this journey to re-invent the employee experience of software engineers, from the manager and the employee side, and help software companies tackle the issue of high turnover rate and low employee satisfaction in our industry.
I'll go straight to the value proposition: We’re building a framework for the management of software teams that guides and provides insights into decision-making and business process optimization, whether that’s helping to retain engineers, team formation, hiring, or promoting.
We are creating a platform that helps software managers better understand and retain their software engineers. We run periodical custom assessments that get compiled into insights and recommendations for the managers, as to how they can improve their workplace and teams. We allow the managers to get an overview of that data and provide a place where they can run regular 1:1 meetings with their employees and quickly dive into the potential issues, and see how specific actions that they have taken (based on our recommendations) improve the workplace.
I would love to have a conversation about this venture, talk about your experience, and see if you find it valuable, and especially valuable enough to warrant paying for.
Sorry about the rant, hope I didn't loose you haha!
My "one-on-ones"? I used to walk with a team member in the city streets to change environments. Countless hours of conversations at any time on the balcony or inside when no one was there, while munching on something and drinking tea or a café au lait, or sharing a sandwich, a meal, galette, pizza, chips, or anything. Leftovers.
Everything goes.
We've worked to reduce information asymmetry.
What's a one-on-one, really? Two people talking. They should be doing that often enough that there's no build-up of whatever accepted quantity of work-related puss that makes a conversation into an event to be named and scheduled.
I doubt there's a need for yet another friction point to conversations that should take place more frequently, because they turn them into the ever more elaborate rituals that they already are in badly run teams and companies.